Articles

Proposed Business Strategy to Improve Bank XYZ’s Competitiveness through Customer Adoption of XGEB

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The internet has the potential to transform banks and the financial sector dramatically. The advent of online banking is projected to impact the variety of financial services that banks offer. Service delivery techniques may evolve if banks utilize new technology to analyses profitability. Online banking has made banking more accessible and convenient for both banks and customers, but it also has its own set of hurdles and problems. Despite the benefits of online banking, banks continue to confront difficulties due to customers’ reluctance to utilize it. This research will focus on Bank XYZ, a pseudonym of a real Corporate Bank in Indonesia. In an effort to compete with other players who have online banking products, Bank XYZ must be able to recognize challenges and opportunities that impact their internet banking product, namely XGEB.

Bank XYZ has over 1400 customers, but only 830 utilize XGEB. Since early 2021, this statistic has not changed. It is undergoing a complete digitalization transformation to support its internet banking services in order to give a better customer experience while being more customer-centric. According to an interview with Bank XYZ employees that engage directly with customers regarding the internet banking service, it was determined that the bank’s customer experience has fallen short of optimum customer satisfaction. This research discovers a number of internal and external elements that contributed to this. Customers’ perceptions of XGEB’s utility and simplicity of use are influenced by its user interface design and absence of necessary functionality. External challenges include the threat of new entrants as well as competition among existing rivals.

After completing a business solutions analysis, this research concluded that to enhance XGEB usage, Bank XYZ should first identify existing and future customer demands, and then provide customized solutions in the manner the consumer expected. In addition, this study suggests that XYZ include mobile banking as an internet channel and that XYZ buy or acquire a digitally savvy local bank to improve Bank XYZ’s competitiveness.

Business Strategy for PT Pelita Air Service to Increase Revenue

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PT Pelita Air Service (PT PAS) is a subsidiary of PT Pertamina (Persero) which established in 1970 and focuses on air charter services as its core business. PT PAS has long years of experience in operating diverse types of fixed wing and rotary wing aircrafts with well proven safety record and high compliance. In the last six years, PT PAS has encountered problem of a downward trend in air charter revenue. The research analyses the external and internal environment of PT PAS air charter business. The external analysis is conducted using PESTEL Framework, Five Forces Model, Customer Analysis, and Competitor Analysis. The internal analysis is conducted using Resource Based View Model, Value Chain Analysis, STP Model, Marketing Mix 7P, and Business Model Canvas. Interviews are conducted to several participants from its customers and management. To examine PT PAS condition, SWOT Analysis has been used to evaluate the strengths, weaknesses, opportunities, and threats. Root Cause Analysis has been performed to discover the true cause of the problem. Based on the result of the examination, strategies are formulated using Strategy Diamond Model and proposed to PT PAS with implementation plan.

Proposed Business Strategy to Increase Revenue in Power Generation Sector

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Business growth is a basic requirement for business sustainability of a company. Strategy formulation to increase revenue during pandemic is very challenging in some sectors. This research will focus on XYZ, a disguise name of a real oil & gas company that operates lubricants business in Indonesia. The objective of this research is to find the best business strategy for XYZ to increase revenue in Power Generation sector. The research methodology in this research is by qualitative method through analyzing external and internal factor using primary data (focus group discussion, in-depth interview, and questionnaire) and secondary data (internal report, journal, and textbook). Those data are used to analyze the external and internal factors that affect XYZ. The analysis is then used further to generate strategy through Strategy Diamond Model. XYZ is recommended to improve supply chain strength through maximizing production in local blending plant, strengthening raw material sourcing, strengthening network & distribution, and formulating pricing strategy that better fit to market.

Business Strategy for Atlantic City Hotel Facing Covid-19 Pandemic

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As the supporting industry of the economic sector, the tourism industry has been impacted deeply by the Covid-19 pandemic. The social activities restrictions in the early pandemic, from March to June 2020, became the biggest disaster for the tourism industry, especially the hospitality industry. Atlantic City Hotel is one of the hotels that survived this pandemic even though some financial restrictions have done caused by the decreasing income impact of the low occupancy rate. In this research, two kinds of data are used to obtain the information: primary and secondary data, then analysed using the PESTEL framework, Porter’s Five Forces framework, and Perceptual Mapping framework to understand the external condition.

On the other hand, the Resources-based view framework, Value Chain Analysis, and reviewing existing business model canvas are used for internal conditions. Using some methods such as SWOT analysis, TOWS matrix, Porter’s Generic Strategy, Diamond Strategy, and adjusted Business Model Canvas will consequence business solution for Atlantic City Hotel facing the Covid-19 pandemic such as Hotels can pursue differentiating and cost leadership strategies at the same time. In addition, hotels can also make improvements in technology and its use for innovation activities. Technology is also used as a marketing tool, covering the lack of hotel facilities, and preventing the spread of the COVID-19 virus.

Proposed Business Strategy for IndiHome Case Study: PT Telkom Indonesia Tbk

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IndiHome is a home internet service consisting of landlines phone, internet and TV which was officially launched in 2015 by PT Telkom Indonesia. As one of the programs from Telkom’s main project, IndiHome has shown rapid growth since it was just launched. According to the annual report, IndiHome is the market leader of fixed broadband services, holding 82.3% market share in 2020. However, it is shown that there is a significant decline of IndiHome’s market share of 4.2% compared to the previous year. To analyze the research, both qualitative and quantitative methodology is used with primary data gathered from internal interviews, questionnaire and netnography. The result indicates that to increase market share growth, a customer improvement strategy is needed which is carried out by improving the quality of services that can improve IndiHome’s image in the customer’s mind. The new bundling strategy and good synergy between Telkom and government could make Telkom able to develop and provide services in all regions in Indonesia. Market research to map potential customers based on data usage on cellular phones can also be conducted. Telkom can also carry out internal development in the form of gap analysis between the growth of market trends and Telkom’s capabilities. By doing this, Telkom can continue to keep informed with developments that occur and stay agile with all changes.

Proposed Business Strategy for PT Futura Land (Real Estate Developer) to Compete and Grow Successfully in the Future

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